Managing Editor, James Thorpe, hears exclusive insights from Rachelle Loyear, VP of Integrated Security Solutions, Allied Universal and Benjamin Downing, VP of Global Accounts, G4S.
We are operating in a “permacrisis” environment – where geopolitical instability is reshaping how security and risk is understood.
The latest World Security Report from Allied Universal and G4S highlights a rapidly escalating global threat environment shaped by economic instability, geopolitical tension and the growing influence of disinformation.
Volatility as a catalyst
Economic instability is now considered the leading security threat by 44% of Chief Security Officers (CSOs), while 78% believe geopolitical conflict will weaken supply chain security. Concerns over war, political instability and civil unrest have also risen sharply, reflecting a more volatile global climate.
Organisations are also facing a threat that bypasses conventional security measures: misinformation and disinformation campaigns.
73% of CSOs reported being targeted by such campaigns in the past year and 42% say false or misleading information now motivates at least half of the threat actors targeting their businesses, blurring the lines between digital influence and real-world consequences.
Organisations need to recognise the limitations of traditional, potentially static models and adopt more dynamic approaches that account for change and indirect exposure across operations.
And, in an increasingly unpredictable time, they need to seek partners who understand these evolving threats and can provide the guidance and insight needed to navigate them effectively.
“When we look at the World Security Report data, respondents in 2025 were already reporting a significant rise in concern about economic instability, which often leads to supply chain fragility,” comments Rachelle Loyear, Vice President of Integrated Security Solutions at Allied Universal.
“They were worried about complex escalation, prior to the tensions we are seeing in the Gulf region today.
“When we look at that from a geopolitical perspective, anyone operating globally has to ensure their entire operation is secure. People who may never have paid attention to what was happening on the other side of the planet are now concerned.”
Global issues are often becoming local in their immediacy, translating into a direct and tangible sense of threat for organisations. From a security perspective, this raises questions about infrastructure and operating models. This can be particularly challenging due to the convergence of different risk domains and the subsequent requirement to upskill teams and adapt frontline capabilities.
“I live in New York and walk around the city. I pass banks, and there are protesters outside them who are there based on happenings half a world away” adds Loyear.
“There is a growing transition from online chatter to real-world, physical impact at your doorstep. That is happening more and more, and security teams need to be aware of it.”
“We work with some of the largest global clients – such as financial institutions, pharmaceutical companies, energy producers and those from other highly regulated industries,” says Benjamin Downing, Vice President of Global Accounts, G4S.
“They are typically clients that require a unified global security programme.
“These organisations don’t necessarily have to have a direct connection to a particular geopolitical issue. Rather, it could be a second- or third-degree connection to a geopolitical issue that creates vulnerability.
“We are seeing this with companies we serve in the UK and elsewhere that are attracting significant levels of protests, which in turn requires us to develop training and upskill security officers in different approaches. We work with those clients to determine what the appropriate security posture should be.”
Security objectives remain unchanged: deter, delay access, detect threats early and respond/report effectively.
What is changing is the depth of insight required within this new environment, and the need to fully understand how risks are actually manifesting in a more complex landscape.
The convergence mandate
Allied Universal and G4S continue to place a strong emphasis on upskilling security workforces.
Global training platforms allow training to be tailored to role types and experience levels, and the companies offer thousands of courses in-person, online and in hybrid formats.
For more specialised requirements, there are targeted training pathways designed to develop deeper, role-specific expertise. This emphasis on professionalisation is reflected in G4S internal data (referenced in the report context).
It shows that structured leadership development initiatives like the Next Level Leadership (NLL) programme – recognised with the Princess Royal Training Award – can reduce voluntary turnover by nearly 20% and increase internal succession rates to over 50%.
Where online sessions can be used to focus on soft skills and professional development, face-to-face scenario-based training and large-scale exercises are often more appropriate for higher-risk roles, such as executive protection teams working directly with the CEO of a blue-chip company.
“We have an Enhanced Protection Services division that will focus on anything that sits beyond day-to-day guarding,” explains Downing. “That might be executive protection, intelligence services, risk consulting, disaster and emergency response, canine teams as well as specialist training.
That is not the kind of capability that is typically delivered through online upskilling; it is delivered face-to-face, through hands-on, real-world scenarios. We have in-house divisions that train security professionals to that standard.
“What we don’t want is a high turnover of personnel, which creates knowledge and continuity issues that can impact the client; it creates increased costs for recruitment and training. The key is to attract the best people and, just as importantly, then train them with the latest security tactics and processes. We do that by offering career development programmes that can take someone from an entry-level position to senior leadership.”
The 2025 World Security Report data helps paint a clearer picture: employee training and upskilling is emerging as a budget priority, with 45% of CSOs identifying it as a top area of investment.
This reflects a broader shift driven by rising operational complexity, with 83% of CSOs agreeing that frontline security professionals face significantly greater demands than they did five years ago.
“Throughout the security hierarchy, so to speak, there should be a development opportunity for everyone,” adds Downing. “We want to invest in people.
“This has huge benefits for us and the client, because you get that continuity, loyalty and focus. It’s not someone that’s just turning up for a paycheck – they actually want to invest in themselves for career development.”
People, process and technology
2025 World Security Report findings show that 49% of CSOs say they plan to use technology specifically to enhance human capabilities – improving threat detection rather than fully automating it.
However, investment is only part of the equation, Loyear highlights.
Experts caution that execution is a critical factor. Without the skilled humans and integrated processes in place, even the most seemingly “advanced” technical security infrastructures will fail to deliver a tangible return on investment. The move to a hybrid model is undermined if the workforce is not capable of operating it effectively.
“This is key to what we’re looking at across the industry,” Loyear remarks. “I hear people asking, ‘What does the next security leader look like?’ Honestly – the industry knows where its next leaders are coming from – today’s frontline professionals.
“The difference is that they now have to be prepared for a more advanced future programme, and if you are not embedding the message of humans and technology working together to protect a site from the very beginning, there is going to be a gap. That gap can prevent individuals from taking the next step in their career.
“I have seen this question a lot during my time with ASIS International. People want to understand how artificial intelligence (AI) is going to impact them.
“While it’s not going to take your job – you better understand it. You need to learn to work with it. Threats are converging, so there needs to be a converged response method that combines people, processes and technology.
“We just don’t live in a world where you can ignore half of the security equation,” continues Loyear. “That’s what I like about what Ben highlighted – starting on the front line of the security programme and then working your way up.”
A mindset shift
There is a need to build trust and embed it within security teams from the outset.
But how do organisations ensure that, as people develop and move through their journey, they continue to feel valued and supported in an increasingly competitive talent landscape?
“It’s a fascinating question across every company, isn’t it?’, reflects Loyear. “What we’re seeing is a big shift in the way people work and the way they engage technology and AI in their organisations. But in the security field, you cannot take humans out of the loop. We cannot take that instinct and intuition layer out of security.
“However, that doesn’t mean we can’t enhance people’s productivity and efficiency. It doesn’t mean we can’t help them to see things faster. When we’re looking at these programs, as we bring AI into the team, you have to make sure that people understand that this technology is a part of the team. It’s a part of the programme.
“We have to make sure people understand that they are seen, valued and invested in,” Loyear concludes. “No matter what, whether you are the CSO of your company or in another role, you have to communicate that people are part of this process.”
